In The Corner Office, we ask Managing Partners at law firms across Central and Eastern Europe about their backgrounds, strategies, and responsibilities. This time around we asked: If you have a formal partnership track, how do you handle lawyers on it who do NOT end up living up to the requirements to make a Partner?
Ivana Ruzicic, PR Legal, Serbia:
A transparent process and an open dialogue are essential for successfully addressing the challenges of the partnership track. Being on this track is a shared responsibility – candidates must demonstrate their ability to meet the firm’s requirements, while the firm must provide mentorship, resources, and conditions to support their growth. Clear communication and management of expectations are key. Regular feedback ensures that candidates understand their progress and areas for improvement. If it becomes evident that the candidate may not meet the requirements, a candid conversation is necessary. Such discussions should be approached constructively, focusing on potential alternatives within the firm or preparing for a professional transition. Not every partnership track journey ends in partnership, and that is okay. Some candidates may find fulfillment in other roles within the firm, while others may thrive elsewhere. In such cases, a mutually respectful and supportive parting is often the best solution for both the individual and the firm. Ultimately, fostering a culture of honesty and support benefits everyone involved, ensuring that the process aligns with the values and goals of both the candidate and the firm.
Istvan Szatmary, Oppenheim, Hungary:
At Oppenheim, we see our Senior Associates and Counsels as the future of the firm. They are the ones we believe can generate new business and contribute to the sustainability of the firm, both financially and from a leadership perspective. Therefore, we are convinced that reviewing the progress and effort put into the development of our senior colleagues from time to time is an investment both for the one on the partner track and for the firm. Although we have some KPIs that we measure, we focus on trends, tendencies, and potential future prospects rather than just on specific numbers. This ensures that our candidates can see where their strengths are and where they need more mentoring or coaching. We are aware of how difficult such a process can be for the younger generation, so we conduct open discussions throughout the process. If we come to a mutual conclusion that we need to change, we are flexible to make any correction on the path. This is the reason why we have never lost a colleague on the partner track due to an unsatisfactory outcome on either our or their side.
Adi Ibrahimovic, Ibrahimovic & Co, Bosnia and Herzegovina:
In our firm, the partnership track is carefully managed to be both fair and transparent. For lawyers on the track who, despite initial support, aren’t meeting the required metrics for partnership – be it business generation or client development – we have a structured approach. We typically extend the evaluation period by six to twelve months, during which we work closely with the individual to identify and address any specific gaps. This could involve targeted mentorship or training in areas like strategic client relations or market positioning.
If, however, after the extension, it becomes clear that the partnership role is not the right fit, we explore alternative paths within the firm. These may include Senior Counsel or Senior Associate roles, where their skills can continue to add value. This structure allows us to keep the partnership track competitive and encouraging for high performers while respecting and utilizing the strengths of each team member.
Milos Velimirovic, Kinstellar, Serbia:
The partnership track at Kinstellar is a challenging yet rewarding path, with defined milestones that lawyers are expected to achieve within a given timeframe. Becoming a Partner represents the culmination of years of dedicated work, the development of legal and various soft skills, and commitment to the firm’s values and strategic goals.
Our thoughtful and structured candidate selection process results in very few lawyers who do not achieve results along the way. However, when challenges arise, we take a proactive approach. We identify the underlying issues through active communication, feedback culture, and transparent evaluations and provide targeted support to foster continued collaboration. Our future Partners can access extensive support resources, including leadership training, business development and client relationship management, people management, negotiation skills, and more.
By approaching this process with transparency and empathy, Kinstellar ensures that both the firm and its lawyers continue to grow in ways that support long-term success.
Kostadin Sirleshtov, CMS, Bulgaria:
CMS doesn’t have an “up-or-out” policy, but rather a partnership model, which is flexible and allows Senior Associates or Counsels to be part of the firm for a long period. Therefore, there is no pressure on “being on the partnership track,” but “not meeting the requirements” per se. Transparency is key in addressing situations like this, which are often happening with excellent niche professionals, who can’t leverage their specific and deep professional knowledge by broadening their teams. As an all-service law firm, we recognize the need for such professionals and indeed we cherish their contribution to the well-rounded offering that we are in a position to provide to clients. We manage the expectations of our superb senior lawyers and their readiness for the partnership challenges is assessed through several stages of senior lawyer development programs and pre-assessments in order to avoid as much as possible any last-minute disappointments.
Octavian Popescu, Popescu & Asociatii, Romania:
The journey from law graduate to lawyer is paved with extensive academic knowledge and rigor. However, turning a lawyer into a skilled and successful one demands hard work, determination, and a wide array of qualities such as professionalism, efficiency, persistence, availability, and proactivity.
Yet, one of the greatest challenges for any law firm is transforming a talented, even exceptional lawyer, into a Partner. In this regard, the criteria for partnership must be clearly outlined from the start, including expectations, business development, leadership qualities, and alignment with the firm’s values. Regular performance reviews and open feedback sessions are integral to tracking progress and addressing any gaps.
Attorneys pursuing partnerships who do not qualify for consideration as Partners require a thoughtful, structured, and professional approach. Mostly, transparency in the process is very important, and we are striving to prioritize fair treatment, providing a balanced and impartial approach. The focus then shifts to career development. Together, we explore the alternative roles within the firm that align with the lawyer’s skills and aspirations.
This article was originally published in Issue 11.11 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.
